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| Criterion |  Systems Thinking Polarity Mapping |  Operations Scatter Diagram |  Operations Failure Mode and Effects Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | 30-90 min | 2-6 h | 30-60 min |
Participantsdifferent | 3-12 | 1-4 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Scatter Plot, Korrelationsnotiz, Hypothesenliste | FMEA Table, Risk Priority, Mitigation Actions | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | Systems thinkingTradeoffsLeadership | Root causeQualityVisualization | RiskQualityOperationsRoot cause | Root causeQualityOperations |